Enterprise Learning & Development

Change Management 

Although it is commonly accepted that organisations are in a constant state of evolution, the majority of organisations find change hard to deal with.  It is therefore imperative that change be managed effectively from  both the strategic planning aspect and from the people development aspect.  When change is managed collaboratively and effectively between all stakeholders within the organisation the path to new thinking, new technologies and new operational approaches is made smooth. 

Change Management is intrinsically linked with the principles of organisational learning and organisational development (OD) and the ultimate goal of the Change Practitioner is to "work themselves out of a job" by equipping the client organisation with a set of self-renewal tools and internal change agents with behavious and skills to monitor the organisation's state of health and enable the organisation to support change management comtinuous improvement.

EL&D Director, Rob Conwell, has managed change within business organisations for more than 20 years utilising Kotter's 8 Step Change Model and while he is considered an accomplished Change Practitioner, he believes that there is always something more to learn. 

Change within business organisations has a strategic origin, supporting business outcomes and revenue growth. Change management must be fully supported and led by all levels of management, not just the top. But to be successful, change must be driven by the people that it impacts, usually the organisation’s employees. 

As all change affects individuals at the personal level, this will have an effect on their behaviour during change. Change that is driven by employee ownership will produce high levels of commitment and therefore, higher levels of follow through to achievement of the desired outcomes. The likelihood of success is greatly improved where the enterprise has already embraced change management to become a learning organisation and therefore, embedded organisational adaptability and innovation.

Kotter’s 8 Step Change Model.



Kotter’s model has stood the test of time for best practice change management within business organisations. In his 8 step model, John Kotter does make the point of creating employee energy and enthusiasm for change, so that it is driven through the organisation and eventually becomes integrated into the way the company operates.

Leading change is not the same as managing change.

As soon as we accept the strategic imperative for change in companies, then leading and supporting change does become a top down imperative. In his book "The Heart of Change", Kotter makes a very strong case for leaders to really focus on the people aspect of change. He argues that the balance of leadership effort as opposed to management effort, should be weighted towards the people aspect of things; creating enthusiasm, engaging employees and helping them make the change their own.

When leaders focus their energies on creating employee engagement and providing whatever employee support is needed to empower them at the ground level, the likelihood of success increases dramatically.

Enterprise Learning and Development Consultancy

At EL&D we the experience and the sensitivity to advise and guide you through times of organisational change.  We understand the importance of applying innovation in order to position your organisation differently within the market from your competitors.  We believe that proactive change management is the ideal for any organisation including assisting your organisation through major restructing and transformational change.

Please Contact Rob Conwell on 0412 019 980 or